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Welcome to the Blue Nation Podcast, the podcast dedicated

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to making the lives of home service professionals better

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now join Eric and Larry

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to talk about all things home service.

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What's up everybody? Larry and Eric

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and everybody else here in the room live here.

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The simple for profit community.

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We're very happy that we are having the opportunity

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to bring some great content that Eric's gonna present

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to everybody, the people in the room,

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if you have any questions or anything while

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Eric's presenting, please contribute, share.

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That would be wonderful. And um, Eric, when you're ready

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to go, why don't you take the floor?

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All right. Thank you, Larry. Appreciate it.

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Thanks for everybody. See a lot of friends here.

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Uh, good to see everybody Wanted

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to talk today about managing business development

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reps, right?

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A lot of us, as we start to grow our business, we need

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to hire people to go find referral partners

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and knock on doors all day and go to chambers of commerce

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and BNIs and all the other things that guys like Larry had

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to do every single day, right?

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To grow a business and,

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and look, it is a wonderful way to grow a business.

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Yeah, if you can find referral partners that just use you

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for years and years, it, it's just an awesome way to grow.

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However, it comes to its own set of challenges,

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and a lot of those are kind of centered around the type

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of people who also like to do business development, right?

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So a lot of us who are owners

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or managers are very kind of TA task oriented a lot

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of the times, and very structured, very strategic.

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And some of the issues that Larry and I hear over

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and over is that just having a hard time getting their

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business development reps to do what they need to do

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or what they want them to do, right?

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Because for anybody who knows disc, you know, disc,

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most people who like to go meet people all day are kind

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of like high eye

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or is something like that, very people oriented.

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But Larry, what are the challenges

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with a high eye when it comes to managing them as a op,

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as a person who is a high eye opus

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and, um, accountability.

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Yeah. Yeah. Perfect. Thank you. Practice activity.

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So I'm giving you that lead in. Yeah. Thank you. Yeah.

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So many owners

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and managers, they have a few things against 'em, right?

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So like, number one, a lot

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of them have never done this role themselves.

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So they feel maybe that they can't really manage it,

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or they, they're not qualified to lead that position

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because they've always been running work.

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And as the company grows, they hire people

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to go knock on doors

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and they're like, Ooh, I haven't knocked on doors.

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How am I gonna manage that person? Right?

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And of that, they avoid accountability, right?

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They, they let people kind of get away

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with everything, right?

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They let the reps, they let the reps kind

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of self-manage themselves

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and they confuse busy with productive, right?

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What Larry just said, like anybody that knows me well knows

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that I'm always saying, I wanna, I want accomplishment.

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I don't want activity, right?

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I want, I mean, activity's necessary for sure,

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but much more important than just the amount

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of work we do is what did we accomplish with the work

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that we're doing, right?

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So the result of all of those things is we have a lot

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of activity, and then we generally don't get the revenue

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to back that up, right?

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I hear that all the time. I've had this rep for a year

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and that person's brought nothing in yet,

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or nothing tangible yet, or whatever.

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And you know, really at that point, the conversation

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that we're having to have is you need

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to go look in the mirror

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and ask, how have you been managing this?

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And, and most of the time it's an issue of, oh yeah,

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I really haven't been, right?

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So, you know, the question that we have ourselves is,

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well then how do we do this?

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How do we do it well, right?

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So I think the first thing starts with expectations, right?

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What, what are we expecting from that person?

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Like what, what is a good

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year one revenue goal, right?

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We have to start with the end in mind.

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What's the goal, right?

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So restoration industry, um,

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first year business development rep,

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that's probably somewhere 250,

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$300,000 in revenue in the first year, to be honest, most of

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that's probably gonna happen in the

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second half of the year, right?

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'cause they're gonna be stopping every

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month at different places.

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And plumbers and property managers

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and all those places takes a little while

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to get known, right?

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And then we're gonna work into that.

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Look, carpet cleaning would be a different number.

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If you were, you know, a remodeler

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or HVAC company, you have to figure out for your industry.

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And I'm, I'm sure any industry's association would know what

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that number would be, right?

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Every, every, every trade. Slightly different, right?

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So the point is, we need to begin the end

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with the end in mind, right?

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And how do we get that business development rep going?

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Well, the first thing is we have

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to have a good job description for that person so they know

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what their day and their week

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and their month should look like.

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They know what the goal is,

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and then that rep is, at the beginning,

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they have no book of business, right?

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So what do you have? You have time

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and you have effort, right?

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We wanna see high levels of activity.

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We want to see you knocking on lots of doors, going to lots

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of meetings, lots of phone calls, lots of emails, right?

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Because if we don't have clients

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and we don't have revenue coming,

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and we've gotta, we've gotta build that through high,

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high levels of activity, that's not gonna be forever

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because you're gonna start getting work.

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And then we're starting to head into maybe a little bit of,

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um, time with, you know, some account management as well.

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But while we're building our book of business,

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that's gonna be on the back of a lot of hard work

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and making a lot of connections, right?

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And, you know, as that rep matures

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that, you know, kind of level of raw

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activity's gonna go down a bit,

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because now they have clients

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and they have things that they're, they're managing as well,

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and they're gonna have more relationships with the clients

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that feed them work.

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So they're gonna be going to lunch with them,

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they're gonna be spending more time with them.

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They're gonna be answering questions and,

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and being of service to the clients

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that are already referring us.

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So that level of raw activity is probably gonna come down a

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bit, but the level of actual accomplishment is going

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to go up because we're adding value, right?

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So, you know, the thing that Larry

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and I, you know, we used to do a rotation where

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the reps would go knock on doors Tuesday through Thursday,

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Tuesday through Friday,

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because we learned nobody likes

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to be interrupted on a Monday when they're trying

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to get their week going and we're knocking on a door, right?

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So we used Mondays as prep. That's when we had our meeting.

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That's when we were doing role play.

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That's when we were working on scripts.

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That's when we were going over everybody's

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data, everybody's numbers.

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That's when they were preparing for the week,

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getting all the trifolds and the business cards and the pens

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and the food that they gave away, right?

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I want all that done on Monday

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because that way we can hit the ground Tuesday morning

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and be making stops for the rest of the week,

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like full bore, right?

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So in that, you know, I mentioned a meeting on Monday,

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what are we going over?

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This is the management equation, right?

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How many stops did we make?

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How many phone calls did you make?

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How many breakfasts or lunch and learns

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or lunch meetings did you get?

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Right? How many probe meetings

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or discovery meetings did you get

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with a decision maker, right?

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We're, we're judging these things we're, we're kind

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of climbing up the ladder of just knocking on a door

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and giving away donuts to

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how many meetings are we getting, right?

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How many chamber events, how many BNIs?

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And then into the raw data, how many bids did you get?

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How many referrals called you for work?

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How many bids did we do? How many of those turned into jobs?

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And what was the revenue from those jobs?

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I'm going to track all of that information

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because whether I have one rep

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or 10, we're gonna be,

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we're gonna be managing those expectations based on

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your data, right?

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And look, public accountability's good for all of us.

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I, I'm a firm believer in that,

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but a lot of times, I mean, Larry,

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you can chime in here if you want.

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Like a lot of times you'll see people,

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they're just working really hard and I'm doing that in air.

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They're working really hard, yet they don't see and black

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and white what their numbers actually look like.

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So they might have this false sense

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of like, I'm killing it out there.

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Like, I'm working really hard

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and I'm beating all these people.

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But then as they come into my office

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and I'm pulling up a computer screen

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and showing them like, actually,

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I'm glad you're working hard, but we don't have any bids.

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We don't have many jobs and we

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don't have much revenue from this.

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So how can we help you get to that point?

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Larry, if you, have you ever felt that way yourself

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or, well, that, that was when I was going

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around doing the business development activities, you have

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to be intentional about your stops

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and who you're visiting and talking to.

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And you have to know if that person

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is translating those visits are translating to work with

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that person at that company.

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And you have to track if things are coming in, if most

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of your visits are thanking them

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for the work, that's a good thing.

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But you wanna make sure the jobs are a decent size.

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I mean, if you're getting small jobs, 10 small jobs,

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say a month, for example,

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and they're all $200 job, that's not great.

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Versus the guy down the street that gave you one job

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that was $50,000.

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You wanna be giving the other guy,

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other guy just as much attention.

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But you have to look at the potential of

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that site that you're stopping to.

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I mean, you know, there was a plumber in Wrench Cucamonga

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that I stopped to sea for years,

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and once it translated,

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it translated into million dollar a years from

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that particular referral source.

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Millions. So, yeah, millions.

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But, but you

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and I consistently had to have the conversation,

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should you keep going back there?

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And then as we looked at their size, yeah,

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that makes sense, right?

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Because if we can get it, it's so worth it.

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I mean, if I'm not mistaken,

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I think you went there every month for two years

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before you got your first job, roughly.

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Yeah, it turned into, excuse me, quarterly

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that I was seeing them, but I was still

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visiting them on a regular.

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And the feedback I was getting was

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always good when I was there.

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Hey, it's nice to see you.

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It wasn't like they're going, yeah, whatever. Yeah.

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'cause the feedback you get

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that comes into differentiating if you should be going

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00:11:19.145 --> 00:11:21.265
or shouldn't be going, and the conversations

260
00:11:21.265 --> 00:11:24.425
and the presentations, you all were happy to be like, yep,

261
00:11:24.485 --> 00:11:25.985
yep, we're using somebody.

262
00:11:27.035 --> 00:11:29.695
I'm just waiting for the other guy to, to screw up.

263
00:11:29.835 --> 00:11:31.255
And that's exactly what happened.

264
00:11:31.315 --> 00:11:33.745
The other company screwed up.

265
00:11:34.325 --> 00:11:36.505
We were that company sometimes that screwed up

266
00:11:36.645 --> 00:11:37.705
and lost the contract.

267
00:11:37.705 --> 00:11:39.345
So you gotta be on the ball once you get 'em,

268
00:11:39.805 --> 00:11:41.225
but you gotta be ready to

269
00:11:42.975 --> 00:11:45.365
catch the ball when somebody drops it.

270
00:11:45.965 --> 00:11:47.345
And that's pretty much what happened.

271
00:11:47.725 --> 00:11:48.745
It was a wonderful thing.

272
00:11:49.245 --> 00:11:50.705
So, you know, it's a lot of differentiation.

273
00:11:51.025 --> 00:11:55.295
A long answer to a little question. That's true.

274
00:11:56.085 --> 00:11:57.135
Okay. Uh,

275
00:11:57.345 --> 00:11:58.575
let's talk about training our

276
00:11:58.775 --> 00:11:59.815
business development reps, right?

277
00:11:59.815 --> 00:12:02.175
Because it's not fair for us to just hire somebody

278
00:12:02.235 --> 00:12:04.655
and throw them out there and say, go get 'em, tiger.

279
00:12:04.805 --> 00:12:06.135
Good, good luck, right?

280
00:12:06.715 --> 00:12:07.815
As leaders or,

281
00:12:07.955 --> 00:12:10.255
or managers, it's on us to make sure

282
00:12:10.255 --> 00:12:13.095
that they have the training they need to be as successful

283
00:12:13.095 --> 00:12:14.815
as they possibly can be, right?

284
00:12:15.595 --> 00:12:20.295
So my experience has been most of the people that I coach

285
00:12:20.515 --> 00:12:23.215
or that we're friendly with, and Larry

286
00:12:23.215 --> 00:12:24.775
and I know a lot of people in the trades,

287
00:12:25.845 --> 00:12:27.655
there's usually too little management

288
00:12:27.675 --> 00:12:28.815
and too little training

289
00:12:28.835 --> 00:12:31.055
for most business development reps, right?

290
00:12:31.165 --> 00:12:33.935
It's the, it's the thing that just gets pushed to the side

291
00:12:33.955 --> 00:12:37.375
and says, oh, we'll go deliver some candy or, or whatever.

292
00:12:37.675 --> 00:12:39.935
But that's not really what gives us our result, right?

293
00:12:39.935 --> 00:12:42.455
We have, like Larry said, we have to be intentional, right?

294
00:12:42.555 --> 00:12:43.615
So, you know,

295
00:12:43.675 --> 00:12:46.415
I'm gonna train at least every week on Monday, right?

296
00:12:46.435 --> 00:12:49.655
For sure. I'm gonna spend a portion of that time.

297
00:12:50.955 --> 00:12:53.855
And, uh, sorry, we got a,

298
00:12:54.135 --> 00:12:56.295
a question from Ronald when you're referring

299
00:12:56.295 --> 00:12:58.095
to business development reps.

300
00:12:58.095 --> 00:13:00.775
So you're talking about salesmen, actually, not really.

301
00:13:00.825 --> 00:13:02.775
We're talking about referral marketers, right?

302
00:13:02.795 --> 00:13:05.295
So somebody like, let's say for a restoration company

303
00:13:05.915 --> 00:13:08.215
who would go to property management companies

304
00:13:08.435 --> 00:13:13.115
or go to, um, plumbing companies, um,

305
00:13:13.265 --> 00:13:15.435
yeah, Wendy has an HVAC company,

306
00:13:15.575 --> 00:13:17.595
so she might be talking about some of her business reps

307
00:13:18.025 --> 00:13:19.475
that they're going to B and i

308
00:13:19.935 --> 00:13:21.435
or they're going to visit property

309
00:13:21.435 --> 00:13:22.755
managers to get work, right?

310
00:13:22.755 --> 00:13:25.315
Or someone else they're trying to get work. Yeah.

311
00:13:25.415 --> 00:13:29.155
So like, not real, like not really salespeople, right?

312
00:13:29.155 --> 00:13:31.915
Salespeople, I would think like an HVAC more like a comfort

313
00:13:31.915 --> 00:13:34.675
advisor who's going into homes or, or businesses

314
00:13:34.735 --> 00:13:38.995
and actually putting together a bid and, and getting sales.

315
00:13:39.105 --> 00:13:42.115
This is more like going into a property management company

316
00:13:42.255 --> 00:13:45.435
and getting them to refer your company over and over, right?

317
00:13:45.615 --> 00:13:48.675
So I I I consider that more marketing than sales.

318
00:13:48.915 --> 00:13:51.075
I mean, I guess there's a sales element to get them

319
00:13:51.095 --> 00:13:54.235
to use you, but I would say more marketing, right?

320
00:13:55.295 --> 00:13:57.115
So in my training, what am I gonna do?

321
00:13:57.145 --> 00:13:59.235
Well, I'm gonna role play every single week.

322
00:13:59.385 --> 00:14:02.195
It's a non-negotiable. It's always gonna happen, right?

323
00:14:02.195 --> 00:14:03.355
Because we get better

324
00:14:03.455 --> 00:14:05.795
by doing role play over and over and over.

325
00:14:05.935 --> 00:14:08.035
So it just becomes second hat, right?

326
00:14:08.655 --> 00:14:11.675
I'm gonna have scripting so that we're saying, you know,

327
00:14:11.675 --> 00:14:13.555
whether I go or whether Larry goes,

328
00:14:13.615 --> 00:14:15.715
or when Ashley, one of our reps goes,

329
00:14:16.245 --> 00:14:18.195
we're all saying essentially the same thing.

330
00:14:18.195 --> 00:14:19.875
They're getting the same message over

331
00:14:19.875 --> 00:14:23.195
and over so that we know what works and what doesn't.

332
00:14:24.055 --> 00:14:27.195
I'm gonna be practicing doing presentations like lunch

333
00:14:27.215 --> 00:14:29.675
and learns or, or bringing coffee in

334
00:14:29.695 --> 00:14:33.155
and how we're gonna do some sort of educational piece.

335
00:14:33.155 --> 00:14:34.635
We're gonna practice those things.

336
00:14:35.445 --> 00:14:36.875
We're going to, we're gonna practice on

337
00:14:36.875 --> 00:14:37.955
how to stand out, right?

338
00:14:38.535 --> 00:14:40.995
You know, Larry would always go in with a pineapple

339
00:14:41.375 --> 00:14:43.475
and his fedora on, right?

340
00:14:43.505 --> 00:14:46.475
That stands out. And like, that wouldn't work for me.

341
00:14:46.575 --> 00:14:48.875
But I, I had other things I did to stand out.

342
00:14:48.875 --> 00:14:50.915
Ashley had things she did to stand out.

343
00:14:51.065 --> 00:14:54.605
Justin had things he did to stand out figuring out

344
00:14:54.605 --> 00:14:56.885
for each personality type, Hey, what can make

345
00:14:57.505 --> 00:14:59.685
you stand out from the other 20 people

346
00:14:59.685 --> 00:15:02.405
that are gonna show up in that office that week, right?

347
00:15:02.715 --> 00:15:04.525
Like, this is theater on some level.

348
00:15:04.525 --> 00:15:06.485
There's no getting around that there.

349
00:15:07.195 --> 00:15:09.125
What materials we're gonna leave behind?

350
00:15:09.985 --> 00:15:12.725
And then my trainings, I'm gonna make it fun, right?

351
00:15:12.865 --> 00:15:14.365
I'm gonna make it enjoyable so

352
00:15:14.365 --> 00:15:17.005
that we wanna train every week, right?

353
00:15:17.465 --> 00:15:20.645
I'm not gonna just be like, oh, just figure it out, right?

354
00:15:20.795 --> 00:15:23.645
Like you, you'll figure it out. People don't figure it out.

355
00:15:23.645 --> 00:15:25.445
They, they do better when there's a program

356
00:15:26.145 --> 00:15:28.645
and that takes some effort upon us, right?

357
00:15:29.345 --> 00:15:31.645
And then really, you know,

358
00:15:32.775 --> 00:15:34.385
what are we managing, right?

359
00:15:34.405 --> 00:15:38.265
So like for me and our company, I was, Larry

360
00:15:38.605 --> 00:15:40.705
and his team were out there doing the work

361
00:15:40.885 --> 00:15:43.985
and I really was only involved on Mondays with the training

362
00:15:44.005 --> 00:15:47.425
and the managing and the strategy and all of that, right?

363
00:15:47.445 --> 00:15:48.865
So what are, what are we managing?

364
00:15:49.235 --> 00:15:52.345
We're managing location, you know, like where are they?

365
00:15:52.985 --> 00:15:55.865
Right? Or, you know, I'm tracking you on a GPS to make sure

366
00:15:55.865 --> 00:15:58.225
that you're not at the gym for four hours a day,

367
00:15:58.225 --> 00:16:00.345
which we've had people do, right?

368
00:16:00.725 --> 00:16:02.265
And you know, like we, we need to make sure

369
00:16:02.265 --> 00:16:03.865
that we're, we're doing the work.

370
00:16:04.525 --> 00:16:07.425
I'm gonna track revenue, I'm gonna ma make sure that

371
00:16:07.425 --> 00:16:08.465
that is in thing.

372
00:16:08.885 --> 00:16:11.945
I'm gonna track relationship quality, right?

373
00:16:12.055 --> 00:16:16.025
It's easy to get really kind of crummy,

374
00:16:16.725 --> 00:16:19.385
you know, relationships that don't really yield anything.

375
00:16:19.465 --> 00:16:21.505
I wanna make sure that the reps are taking their time

376
00:16:21.525 --> 00:16:22.825
and energy going after

377
00:16:23.565 --> 00:16:26.185
and making relationships with people who are good

378
00:16:27.245 --> 00:16:30.465
and, uh, um, you know, are gonna give us the work

379
00:16:30.575 --> 00:16:32.385
with the kind of people that we want to do.

380
00:16:33.205 --> 00:16:35.585
And then, you know, strategic thinking

381
00:16:36.645 --> 00:16:37.825
and then professionalism.

382
00:16:38.055 --> 00:16:40.305
What that looks like is not everybody really knows what

383
00:16:40.305 --> 00:16:42.385
that looked like in some sort of big inter

384
00:16:42.965 --> 00:16:44.185
big picture understanding.

385
00:16:45.005 --> 00:16:46.825
And Kevin, you're, you're, you're,

386
00:16:46.825 --> 00:16:48.265
you're one step ahead of me, right?

387
00:16:48.315 --> 00:16:50.705
We're going to finish up with the pain, right?

388
00:16:50.805 --> 00:16:52.225
So Kevin said, address the pain

389
00:16:52.645 --> 00:16:54.025
and he's a hundred percent right.

390
00:16:57.675 --> 00:17:00.365
He's not, he's not wrong. Look, I, I can say this.

391
00:17:00.905 --> 00:17:04.865
Um, I think, I think

392
00:17:05.985 --> 00:17:07.945
managing business development reps is one

393
00:17:07.945 --> 00:17:10.545
of the hardest things to do in a home service business.

394
00:17:10.545 --> 00:17:11.625
And I think a lot of it is

395
00:17:11.625 --> 00:17:12.905
because a lot of us

396
00:17:12.925 --> 00:17:14.745
who are in management positions aren't really

397
00:17:14.875 --> 00:17:16.265
wired very well for it.

398
00:17:17.005 --> 00:17:21.905
And, you know, the, the pain is,

399
00:17:23.815 --> 00:17:26.615
I think a lot of times comes from the type of person

400
00:17:26.755 --> 00:17:29.135
who likes to do this, right?

401
00:17:30.415 --> 00:17:32.555
And oh, Kevin's talking about the sales part.

402
00:17:32.625 --> 00:17:34.235
I'll get to that, Kevin. Um,

403
00:17:35.295 --> 00:17:37.985
but we talked about disc.

404
00:17:39.115 --> 00:17:42.045
Part of the pain for me was everybody in that room in

405
00:17:42.045 --> 00:17:45.365
that department was a high eye, meaning they loved people,

406
00:17:45.475 --> 00:17:47.045
they wanted to be with people.

407
00:17:47.715 --> 00:17:50.605
They loved fun, they loved a good time.

408
00:17:51.505 --> 00:17:54.405
And the purse that they would feel secondary

409
00:17:54.465 --> 00:17:58.405
or like to kind of avoid was the strategy, the, the,

410
00:17:58.425 --> 00:18:02.045
the being on time, the professionalism, all the, you know,

411
00:18:02.045 --> 00:18:03.685
the follow up, all of that stuff.

412
00:18:04.425 --> 00:18:08.205
So we had to create systems around that to make sure

413
00:18:08.205 --> 00:18:10.005
that we weren't just spinning our wheels.

414
00:18:11.115 --> 00:18:13.335
And, um, and then lastly,

415
00:18:13.575 --> 00:18:15.695
'cause I know we're, we're, we're not gonna go too too long

416
00:18:15.745 --> 00:18:19.175
today, but Kevin's a hundred percent right?

417
00:18:19.995 --> 00:18:21.375
You know, what are we doing

418
00:18:21.395 --> 00:18:22.975
as business development reps, right?

419
00:18:22.975 --> 00:18:27.685
What are our people doing? Their only job is to add value.

420
00:18:28.465 --> 00:18:30.845
But to add value, you have to get the person

421
00:18:30.845 --> 00:18:32.925
that you're talking to to understand

422
00:18:33.835 --> 00:18:36.045
that there's a problem, right?

423
00:18:36.115 --> 00:18:38.805
Because if Larry walks into a plumbing company

424
00:18:39.665 --> 00:18:42.885
and they have no problems with the current company

425
00:18:42.885 --> 00:18:43.885
that they're working with,

426
00:18:43.985 --> 00:18:46.445
or like, there's not much to talk about, right?

427
00:18:46.445 --> 00:18:47.645
They're not gonna make a change.

428
00:18:48.225 --> 00:18:51.965
But as we all know, with every relationship in business,

429
00:18:51.965 --> 00:18:53.445
there's almost always problems.

430
00:18:53.665 --> 00:18:58.485
And I'm going to really drill down on like,

431
00:18:58.955 --> 00:19:00.205
what are your pain points?

432
00:19:01.075 --> 00:19:05.205
What are those things look like? Here's how we can help you.

433
00:19:05.575 --> 00:19:08.445
These are the things we do to overcome those, right?

434
00:19:08.445 --> 00:19:09.725
Because at the end of the day,

435
00:19:10.225 --> 00:19:13.565
people will only switch if they think you add more value

436
00:19:13.635 --> 00:19:16.015
than the previous company, right?

437
00:19:16.075 --> 00:19:18.775
So I have to get very good at convincing somebody

438
00:19:18.845 --> 00:19:21.935
that the work that we do, the way that we do it,

439
00:19:22.515 --> 00:19:26.375
our reputation, our systems, are going

440
00:19:26.375 --> 00:19:29.015
to be an improvement over the company

441
00:19:29.085 --> 00:19:30.415
that they were using before.

442
00:19:30.755 --> 00:19:31.815
And look, I'll be honest,

443
00:19:31.995 --> 00:19:33.855
and I Larry, let me just finish this point.

444
00:19:33.875 --> 00:19:35.055
You can talk all you want.

445
00:19:35.405 --> 00:19:39.555
Like I got so many people to use me just

446
00:19:39.615 --> 00:19:41.395
by asking questions.

447
00:19:41.465 --> 00:19:44.315
Like, okay, so you're happy with all of these things.

448
00:19:45.175 --> 00:19:48.515
Is there anything about that company that used that maybe

449
00:19:48.585 --> 00:19:50.915
that they don't do that they,

450
00:19:50.945 --> 00:19:52.355
that aren't, you aren't happy with?

451
00:19:52.355 --> 00:19:53.835
Right? So like, I'll use an example.

452
00:19:54.515 --> 00:19:57.195
A lot of companies wouldn't do crawlspace work

453
00:19:57.655 --> 00:19:58.795
in Southern California.

454
00:19:59.255 --> 00:20:02.395
I'd say, great, can you gimme a shot doing crawlspace work?

455
00:20:02.395 --> 00:20:04.595
Well, what's gonna happen? I'm gonna get the work

456
00:20:04.595 --> 00:20:06.195
that the other companies might not want

457
00:20:06.775 --> 00:20:08.435
and I'm gonna go try to wow them.

458
00:20:08.615 --> 00:20:11.275
So now, alright, I'm the crawlspace guy for them.

459
00:20:11.335 --> 00:20:13.555
And then guess what? The other company starts screwing up

460
00:20:13.555 --> 00:20:16.155
and they're starting to call me about the, the the work

461
00:20:16.255 --> 00:20:17.435
inside the house, right?

462
00:20:17.935 --> 00:20:20.235
I'm gonna get my foot in the door somehow.

463
00:20:20.855 --> 00:20:23.275
We gotta train our team to do that too. Larry, go ahead.

464
00:20:23.275 --> 00:20:27.205
Sorry. So a lot of it when I was out there, you try

465
00:20:27.205 --> 00:20:29.405
and solve business problems with them as well,

466
00:20:30.305 --> 00:20:31.525
not just related to

467
00:20:31.525 --> 00:20:33.445
what you're gonna be doing for them specifically.

468
00:20:34.025 --> 00:20:37.325
So if you see them showing with a problem with a technician

469
00:20:38.065 --> 00:20:41.675
or they can see that their trucks are looking bad

470
00:20:42.215 --> 00:20:44.035
or you can see that there's a lot of confusion

471
00:20:44.095 --> 00:20:46.715
or the person that answers the phone isn't being friendly

472
00:20:46.815 --> 00:20:49.365
and nice or you just ask him, Hey,

473
00:20:49.365 --> 00:20:50.765
so what's going on with your business?

474
00:20:50.765 --> 00:20:53.845
Do you have any particular challenges in your business

475
00:20:53.845 --> 00:20:54.925
right now that I can help with?

476
00:20:55.435 --> 00:20:59.085
Because we do a lot of business coaching.

477
00:20:59.225 --> 00:21:00.685
We, we are good at many things.

478
00:21:00.745 --> 00:21:02.045
We might be able to help you with this.

479
00:21:02.625 --> 00:21:05.965
And that's what I can offer them.

480
00:21:06.205 --> 00:21:07.565
'cause we did a lot of business coaching

481
00:21:08.265 --> 00:21:11.405
and I would say, yo, so how are your operations going?

482
00:21:11.535 --> 00:21:12.565
How's your sales team?

483
00:21:13.185 --> 00:21:16.285
How is your uh, CSRs working and trying to address?

484
00:21:16.335 --> 00:21:19.245
Larry, you, you used to call me in like we'd, we'd go,

485
00:21:19.245 --> 00:21:20.645
you'd be going to a plumbing shop

486
00:21:21.425 --> 00:21:24.445
and then you'd start asking those questions

487
00:21:24.625 --> 00:21:26.205
and you'd say, oh, what do you need help with?

488
00:21:26.205 --> 00:21:27.685
Oh, my sales isn't good. Great.

489
00:21:27.785 --> 00:21:29.925
Let me get Eric in and we'll do a two hour

490
00:21:29.935 --> 00:21:31.125
sales course for your guys.

491
00:21:31.615 --> 00:21:33.805
Right? Yeah. We used to do disc training for,

492
00:21:33.945 --> 00:21:36.525
for their teams to get along better, right?

493
00:21:36.545 --> 00:21:38.565
If you have something to add that's even

494
00:21:38.665 --> 00:21:41.125
beyond the actual service that you provide,

495
00:21:41.235 --> 00:21:45.285
like Larry's saying that could be a huge in for you.

496
00:21:46.795 --> 00:21:49.735
You know, if you look for things that you can be helpful

497
00:21:49.735 --> 00:21:51.255
with, I mean you're looking on the wall

498
00:21:51.315 --> 00:21:52.655
for the sports team that they like.

499
00:21:53.075 --> 00:21:56.735
So you can bring 'em a hat from the Dodgers or the Phillies

500
00:21:56.735 --> 00:21:58.015
or whatever and that's always helpful.

501
00:21:58.795 --> 00:22:01.395
But you, you know, if you see that they have pictures

502
00:22:01.395 --> 00:22:03.875
of kids, you bring 'em in something for their kids

503
00:22:04.865 --> 00:22:07.685
or something, you know, that's going to make a connection

504
00:22:07.685 --> 00:22:10.405
and then you try and hit their pain like, like uh,

505
00:22:10.635 --> 00:22:11.685
Kevin's talking about

506
00:22:11.905 --> 00:22:15.285
and how can you help them if you see that they're struggling

507
00:22:15.285 --> 00:22:17.145
with their team?

508
00:22:17.845 --> 00:22:19.625
Are they managing well or they're leading well?

509
00:22:19.625 --> 00:22:21.665
There's only so many things in business

510
00:22:22.595 --> 00:22:24.205
that you're gonna have trouble with

511
00:22:24.205 --> 00:22:25.725
and you're gonna ask them and you're gonna be able

512
00:22:25.725 --> 00:22:27.885
to address that with them and give them insight.

513
00:22:28.695 --> 00:22:33.355
And usually you being the outside viewer, it's easier

514
00:22:33.735 --> 00:22:36.395
to see a solution and them being right in it.

515
00:22:37.205 --> 00:22:40.585
That's where that adds an awful lot of value.

516
00:22:41.345 --> 00:22:42.965
So I wanna finish on something.

517
00:22:42.985 --> 00:22:45.835
We have a course on business development.

518
00:22:45.935 --> 00:22:47.155
I'm not trying to sell a course in,

519
00:22:47.155 --> 00:22:50.855
but if anybody would like the sampler,

520
00:22:51.375 --> 00:22:52.855
I give like a taster of the course.

521
00:22:52.955 --> 00:22:54.895
It has a lot of value actually.

522
00:22:55.415 --> 00:22:56.655
I can share that with everybody

523
00:22:57.635 --> 00:22:59.695
and if you want to get more information on this,

524
00:22:59.715 --> 00:23:00.775
we could do another topic.

525
00:23:00.775 --> 00:23:01.935
There's a lot of people here.

526
00:23:01.995 --> 00:23:04.495
So this topic must have addressed people.

527
00:23:04.815 --> 00:23:06.375
I took a lot of pictures of everybody.

528
00:23:07.475 --> 00:23:09.455
So I'm gonna try and email everybody afterwards

529
00:23:09.515 --> 00:23:10.535
if you want information.

530
00:23:11.375 --> 00:23:13.235
But if you want something, send it to me, Larry,

531
00:23:13.255 --> 00:23:14.475
at super tech you.com

532
00:23:14.475 --> 00:23:17.795
or put it in the chat, send me something, I'd be happy

533
00:23:18.095 --> 00:23:20.995
to share any type of information

534
00:23:21.095 --> 00:23:22.715
or I can put it on Facebook.

535
00:23:23.595 --> 00:23:25.395
Probably most of the people here aren't on Facebook.

536
00:23:25.395 --> 00:23:26.395
That's why they're coming in.

537
00:23:27.235 --> 00:23:30.955
Um, I'd love to uh, you know,

538
00:23:30.985 --> 00:23:32.755
support Super Tech University.

539
00:23:33.785 --> 00:23:36.225
Somebody said a Zoom user. I don't know Christine,

540
00:23:36.385 --> 00:23:37.945
I don't know who that Zoom user was.

541
00:23:38.045 --> 00:23:40.025
You said thank you. What's your name? Rash.

542
00:23:40.175 --> 00:23:41.465
I'll get something to you. Thank you.

543
00:23:42.645 --> 00:23:44.985
Um, and I'd be happy to share something with you.

544
00:23:45.545 --> 00:23:49.325
So Blake, wonderful. Scott Hedy.

545
00:23:49.325 --> 00:23:51.645
Okay Scott, I can get things to you guys as well.

546
00:23:52.905 --> 00:23:57.405
And anybody else email me at um, Larry Ek University.

547
00:23:57.405 --> 00:24:00.645
If you decide later on we got a Zoom user says yes please.

548
00:24:01.325 --> 00:24:06.165
I don't know who you are. What is the name? Jacob.

549
00:24:06.295 --> 00:24:09.195
Jacob. Oh, Jacob, of course. All right.

550
00:24:09.215 --> 00:24:11.315
Anyway, we've gotta lay on this plane

551
00:24:11.595 --> 00:24:13.235
'cause we've got a couple other appointments.

552
00:24:13.745 --> 00:24:15.155
It's wonderful seeing everybody

553
00:24:16.125 --> 00:24:19.315
and um, it's a pleasure as always.

554
00:24:19.375 --> 00:24:21.955
Yep. So everybody have a great week. We'll talk to you soon.

555
00:24:22.035 --> 00:24:23.035
I hope we'll see you next week.

556
00:24:23.525 --> 00:24:26.595
Thank you for listening to the Blue Colon Nation podcast.

557
00:24:27.375 --> 00:24:29.875
For more information about Eric and Larry

558
00:24:30.015 --> 00:24:31.515
and Super Tech University,

559
00:24:31.895 --> 00:24:35.155
please visit us at super tech u com.

560
00:24:35.385 --> 00:24:39.235
That is Super Tech u the letter u com.